Creating a Motivating Environment

Topics: Motivation, Goal, Employment Pages: 6 (1935 words) Published: December 8, 2012
Creating a Motivating Environment
Patricia Wheat
Organizational Behavior/MNGT 5590-29
November 6, 2012
Pam Gardiol

Motivated employees can be the difference between success and failure to a business. Unfortunately, it is impossible to motivate an individual. It is possible to create conditions under which the individual can become self-motivated. This paper aims to explore different intrinsic motivators that may help people to buy in and take ownership of the organization’s needs as well as their own. “Intrinsic motivation involves people doing an activity because they find it interesting and derive spontaneous satisfaction from the activity itself” (Gagné, & Deci, 2005, p. 331-362).

Creating a Motivating Environment
There are many reasons for managers to create a motivating environment some of which are increased productivity, improved employee morale, more loyal workforce, and better creativity. The employees are the most valuable asset of any organization in order for the company to run effectively. Motivated employees can be the difference between success and failure to a business. Different employees are motivated in different ways according to their needs. This paper shares thoughts about the intrinsic motivators’ recognition, empowerment, fun, goal setting, and feedback. These are just a few of the ways in which management can create conditions to help employees become self-motivated. Good leaders will use different types of intrinsic motivation to challenge and reward their employees with greater corporate opportunities. Recognition

Recognizing people is one of the most powerful motivators that leadership can do to get the most out of his employees. Thank an employee for going out of his way to take care of a customer, and he will do it again. Acknowledge a team member for taking the initiative of creative problem-solving, and he will take on that initiative again. Focus on the behavior of the individuals, and they will repeat those behaviors. Employees want to feel as if they are part of something larger than themselves, something meaningful. They want their work to matter. “Eliciting superior performance from people requires building an awareness that they matter, they are contributing, they are making a difference” (Helgesen, 2006, p. 63-65). No two employees are the same, and different people with different personalities need different types of recognition. Leadership should learn about their employees’ personal lives. Get to know every employee by walking around and talking to each person. Listen to the advice of employees and act on it. Even if it is a bad idea, it is better to have them come up with idea than not to give one. Employees believe they are valued and respected if leadership genuinely cares and listens to them. In return the employees will be more likely to follow the example and be respectful of everyone else. Doing these things will help give insight into how to “personalize” recognition and find what works for each individual. With the right recognition, employees will show more concern about quality, they will be more willing to pitch in when things get difficult, morale will go up, absenteeism will go down, and leadership will get easier. An example of a CEO who genuinely cares about his employees is Herbert D. Kelleher from Southwest airlines. He believes that the employees come first, and he treats them as if they are the most important customer. Kelleher once said: "I feel that you have to be with your employees through all their difficulties that you have to be interested in them personally. They may be disappointed in their country. Even their family might not be working out the way they wish it would. But I want them to know that Southwest will always be there for them" (Labich, & Hadjian, 1994, p. 44-52). This is the type of leadership that employees most want to work for. Leadership who interacts effectively with others, and believes in the...
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